1. Were Not in Kansas Anymore! And we need a brain, AND a heart, AND real courage to thrive in this VUCA world! Kirk Froggatt Director, Organization Effectiveness & Leadership Supply, Agilent Technologies, and Gemini Chair in Technology Management, University of Minnesota

2. Objectives for the next hour Review changes in the context for high tech leaders Discuss the implications for leadership effectiveness in this VUCA world Explore a multi-channel approach for developing the leadership bench AND improving business results Share best practices and lessons learned from our collective experience Please jump in at any time with questions, comments and your own experiences! Objectives for the next hour Developing the Leadership Bench What got us here wont get us there

3. The Origins of the Cyclone Changes in the World Around Us (VUCA) are causing Changes in Organization Strategy & Design that require Changes in Leadership Practice and therefore Changes in HR and OE Practices VUCA = Volatile Uncertain Complex Adaptive

4. Implications for Leaders The VUCA World Requires New Ways of Thinking New Ways of Doing New Ways of Being New Ways of Winning New Mind Set New Skill Sets New Attributes New Approaches / Practices

5. Key Success Factors What leadership success factors differentiate GREAT from good leaders in this VUCA world? Results Skills & Experiences Attributes Agilent Leadership Brand Past track record of delivering committed results in multiple contexts Acquired domain knowledge and management abilities required for strategy formulation and execution Intellectual capacity, drive, courage, collaboration, EQ, learning agility, and resilience Speed to opportunity with uncompromising integrity Example: Agilent Leadership Framework

6. Developing the Leadership Bench A New Mindset is Required Old Mindset: Leadership Development New Mindset: Leadership Supply Develop individual leaders Develop the leadership bench with disproportionate focus on pivotal roles Develop from within OR recruit from outside Develop AND deploy from within AND recruit from outside Position-based succession planningRole-based readiness planning One-size-fits-all development programs Customized accountability-based learning processes that disrupt, develop, assess 360 competency assessment Outside-in and inside-out assessment of attributes, skills, experiences and brand leadership Focus on weaknesses Find the right fit, leverage strengths, correct fatal flaws, compensate for weaknesses Measure satisfaction with development programs Measure leadership behavior in the eyes of followers + results vs. competitors Best in company vs. internal peersBest in class vs. external benchmarks

7. Developing the Leadership Bench A Multi-Channel Leadership Supply Approach Casting & Deployment Deploy the right person in the right role at the right time Learning & Development Stretch, motivate, and grow key players 1. Identify Future Business Requirements Strategic Plans – Key Performance & Opportunity Gaps 2.Assess Current Bench Strength Organization & Individual Assessment (Inside-out and Outside-In) 3. Determine Leadership Supply Channel Strategy Recruiting Hire external talent to fill key internal gaps Readiness Planning Identify and prepare internal talent with next generation potential

8. Leadership Supply in Practice A Systems Approach for Improving Business Results GM Development GM Deployment Right person in right role at the right time Right team to complement the leader and optimize learning and results Accountability Focus One-size-fits-oneLearning while doing Team Deployment Accountability-based learning: PIPs Internal AND external coaching vs. lectures Focus on unlearning old mental models GM Assessment Results vs. Targets Qtrly Ops Reviews Inside-Out AND Outside-In Talent Assessment Ranking & Rewards CEO-led initiative(s) based on top business priorities Peer coaching and best practice sharing Deployment tuning

9. Surviving the Cyclone Open Dialogue Questions? Comments? Own Best Practices? Own Lessons Learned?